Tian Heong Chan

Associate Professor of Information Systems & Operations Management Emory University, Goizueta Business School

  • Atlanta GA

Chan's research focuses on the decisions and dynamics of how teams go from ideas to products.

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Biography

Tian Chan joined Goizueta after completing his PhD in Technology and Operations Management from INSEAD. He also holds a MS degree in Management Science & Engineering from Stanford, and a BS degree in Mechanical Engineering from UC Berkeley. Previously he led technology and operations development projects at PSA International. His research focuses on new product development processes, specifically the effects of individuals coming together to perform different sorts of work in the product development process (e.g., collaborative design, complex problem-solving, customer-supplier co-production, collective action, etc.).

Education

INSEAD

PhD

Technology and Operations Management

2016

Stanford University

MS

Management Science and Engineering

2003

University of California, Berkeley

BS

Mechanical Engineering

2002

Areas of Expertise

New Product Development
Service Innovation
Project Management
Technology Management

Publications

The Emergence of Novel Product Uses: An Investigation of Exaptations in IKEA Hacks

Management Science

T. H. Chan, S.-Y. Lim

2023-05-01

2023

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When do teams generate valuable inventions? The moderating role of invention integrality on the effects of expertise similarity, network cohesion, and gender diversity

Production and Operations Management

T. H. Chan, H. Liu, S. Keck, W. Tang

2023-01-01

2023

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Business Method Innovation in US Manufacturing and Trade

Manufacturing & Service Operations Management

T. H. Chan, A. Bharadwaj, D. Varadarajan

2023-01-01

2023

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Research Spotlight

2 min

Expert Perspective: Unpacking the Innovation Process

Have you ever looked at a table or chair, stool, or other household item and thought, “I can use this another way”? If you have, you might be an innovative hacker, someone who operates from a product-first search process, which is the opposite of the “classic” problem-solving method. Tian Chan, assistant professor of information systems and operation management, worked with long-time friend and fellow researcher, Shi-Ying Lim, assistant professor of information systems and analytics at the National University of Singapore, to see if starting with a product generates more novelty (or uniqueness). And they used IKEA furniture as the basis for their research. “Problem-first searching is the ‘classic’ way we think about problem solving. It starts with a problem, such as needing a swing, before identifying possible solutions, like a person turning an IKEA stool into a swing,” explains Chan. Whereas product-first searching “starts with a product in mind,” such as this IKEA hacker having a stool and wanting to make it into something different, then “searching through alternative needs” to identify the most viable option for the stool’s new life. This same method of problem-solving created the jogging stroller, says Chan. It just took one parent, frustrated with pushing a standard four-wheel stroller, to invent a more effective stroller for runners. Ultimately, the research, which involved hours upon hours of searching for examples of IKEA hacking, revealed that traditional, problem-first thinking remains the most effective way to both solve a problem and create a novel, new use for an item. However, product-first searching presents many opportunities for creative uses of everyday things. IKEA hacking is popular for a few reasons: The furniture is popular, inexpensive, and usually requires self-assembly. Tian Chan It’s particularly the self-assembly aspect that invites novel uses for common items. During his research, Chan uncovered examples of people taking an IKEA coffee table, flipping it upside down, and attaching it to the ceiling for pets to perch from. “Users are endowed with such a large variety of interesting problems,” says Chan. “Companies should look toward users if they wish to more effectively identify novel uses for their existing products.” Interested in knowing more? Tian Chan is an Assistant Professor of Information Systems & Operations Management at the Goizueta Business School at Emory University. Simply click on his icon now to connect with him today.

Tian Heong Chan

2 min

Innovation: Should it always be a team sport?

Conventional wisdom has it that innovation is very much a team sport. To create a breakthrough innovation that is vastly more successful than its predecessors, you need to prioritize teams over the individual. That's not always the case, according to Tian Heong Chan, assistant professor of information systems & operations management at Emory’s Goizueta Business School. It depends very much on the degree to which the invention can be broken down into discrete chunks of work. Chan and colleagues from INSEAD published a paper, “Revisiting the Role of Collaboration in Creating Breakthrough Inventions,” in the Manufacturing and Service Operations Management journal in 2020. In it, they look at more than one million U.S. patents for new products filed between 1985 and 2009. The majority of these patents were awarded for innovations in function—machines, processes or products that delivered some kind of utility. The others corresponded to design; in other words, the distinct visual form or aspect of a product, like Coca-Cola’s iconic curvy bottle or the Apple iPhone. Sifting these patents for breakthroughs (those ranked by citations as being in the top 5 percent of their product class), Chan and his colleagues were able to look at whether standout innovations were the product of teamwork or whether any of them had actually been developed by a lone innovator. And what they found sheds fascinating and useful new light on the dynamics undergirding the innovation process. As a rule, breakthrough functional products—those awarded patents for some kind of utility—do tend to be created by teams. But when it comes to inventions that are centered on breakthrough designs, it’s a whole different ball game. Here, the solo inventor is every bit as likely to create a breakthrough as an entire team. The study looks at a diverse cross-section of industries from computers to cars, Chan and his co-authors found that lone inventors do relatively better on these types of integral inventions. It’s a fascinating work of research – and if you are looking to know more, then let us help. Tian Heong Chan is an Assistant Professor of Information Systems & Operations Management at Emory’s Goizueta Business School. He is available to speak to his research and this important topic – simply click on his icon now to arrange an interview today.

Tian Heong Chan

1 min

Managing style and product design

Mobile phones look very different now than they did ten years ago. With access to all of the design patents available from the US Patent & Trademark Office (including ones from products in the telecommunications industry), Tian Heong Chan, assistant professor of information systems & operations management, and coauthors Jürgen Mihm (INSEAD) and Manuel E. Sosa (INSEAD) show how one can cluster them according to their visual similarities. The process results in an evolutionary timeline charting the successive styles of mobile phones from “clamshell” to “touchscreen slate” and everything in between. This approach creates a novel data platform from which researchers can start testing hypotheses about how product forms evolve. With the data, the authors show that there is increasing turbulence (or unpredictability in the change in product forms) across all product categories. In other words, it is much harder now than in the past to predict what the next hot style will be based on current trends. This is especially salient in non-tech categories, such as furniture and fashion. The authors conclude that companies with the capability to manage this increasing uncertainty will have a significant competitive advantage in the future. Source:

Tian Heong Chan

In the News

Why Simultaneous Voting Makes for Good Decisions

Emory Business  online

2025-02-12

How can organizations make robust decisions when time is short, and the stakes are high? It’s a conundrum not unfamiliar to the U.S. Food and Drug Administration. Together with Panos Markou of the University of Virginia’s Darden School of Business, Chan scrutinized 17 years’ worth of information, including detailed transcripts from more than 500 FDA advisory committee meetings, to understand the mechanisms and protocols used in FDA decision-making: whether committee members vote to approve products sequentially, with everyone in the room having a say one after another; or if voting happens simultaneously via the push of a button, say, or a show of hands. It turns out that when stakeholders vote simultaneously, they make better decisions. Drugs or products approved this way are far less likely to be issued post-market boxed warnings (warnings issued by FDA that call attention to potentially serious health risks associated with the product, that must be displayed on the prescription box itself), and more than two times less likely to be recalled. The main reason why these changes happen, however, has less to do with the voting mechanism itself than to positive changes in the discussion.

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Unpacking the Innovation Process

Emory Business  online

2022-07-25

Have you ever looked at a table or chair, stool, or other household item and thought, “I can use this another way”? If you have, you might be an innovative hacker, someone who operates from a product-first search process, which is the opposite of the “classic” problem-solving method. Tian Chan, assistant professor of information systems and operation management, worked with long-time friend and fellow researcher, Shi-Ying Lim, assistant professor of information systems and analytics at the National University of Singapore, to see if starting with a product generates more novelty (or uniqueness).

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Most & Least Innovative States

WalletHub  online

2022-03-23

How can state policymakers encourage and facilitate innovation?

Innovation tends to have significantly positive geographical spillovers (meaning firms, institutions, or individuals at close locations benefit from frequent collaborations, sharing of ideas, etc.). So fostering/encouraging some kind of innovation hub (if none or few exist in the state) whereby such positive benefits of co-location can happen would be a good start. I also think that the presence of maker spaces or coding spaces where young kids can play and tinker with building products/software codes is useful to encourage innovation from a young age.

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